What can diversity management offer those concerned with ethnic inequality, racial discrimination, and issues of social and economic inclusion and exclusion? In this book John Wrench traces the emergence of diversity management in the US in the late 1980s, and explores its subsequent development in Europe. He outlines the various critiques of diversity management that have been suggested both by academics and equality activists and highlights recent issues and trends that should be monitored by those concerned with racial and ethnic equality in employment. In particular, Wrench examines whether diversity management can be seen as a ’soft option’ in terms of combating racism and discrimination, or instead, a new way of mainstreaming anti-discrimination measures. He also addresses the important question of whether the development of diversity management in Europe will follow a relatively uniform trajectory because of common demographic, economic and market pressures, or whether the historical, cultural and institutional differences which exist between EU countries, and between the EU and the US, will have a determining impact on the adoption, content and operation of this particular management practice.

This book highlights the most critical aspects of diversity and their implications for Corporate Social Responsibility (CSR), examining them in a collection of conceptual and practical contributions from researchers and practitioners alike. In particular the book discusses good and best practices for diversity management and analyzes possible links between CSR and diversity within organizations. Examples are drawn from a diverse range of organizational settings including corporations, educational institutions and other (non-profit) organizations and in various countries, including Germany, the UK, the USA and India.

Globalization is transforming the very nature of our business relationships, decision-making processes, and interactions, making world-class diversity management more needed than ever before. But until now, the field of diversity had no established standard for evaluating best practices, or even agreement on fundamental philosophies, principles, and concepts. In this pioneering book, the world's leading diversity authority proposes a framework that will facilitate the development of a truly world-class standard for diversity management. R. Roosevelt Thomas begins by laying out his Four Quadrant model, which encompasses all core diversity strategies: managing workforce demographic representation, managing demographic relationships, managing diverse talent, and managing all strategic diversity mixtures. He analyzes the goals, motives, approaches, accomplishments, and challenges associated with each quadrant, as well as the paradigm or mindset that lies behind each quadrant's express purpose. Having laid out this broad range of strategies, Thomas shows how to realize them through the Strategic Diversity Management Process™, by far the most effective method for implementation. A detailed case study of CEO Jeff Kilt—a fictional composite of the many executives Thomas has worked with—effectively illustrates the complexities encountered when working with each of the Four Quadrant strategies in the real world. This book offers a comprehensive blueprint that will enable leaders to address any diversity issue (not just race or gender) in any setting, anywhere in the world. Most important, it proves that a world-class standard of diversity management is indeed a possible and achievable goal.

The investigation shows expectations of international students in Germany (GER) and the United States of America (US) with a focus on cultural diversity management (CDM). Furthermore, it gives suggestions to companies in order to become more attractive as international employers in the long run. In a first step, the research objectives are determined, followed by a definition of the main terms of diversity management (DM) and CDM and hypotheses are developed. Then, an online survey among international students in GER and also international students in the US was conducted. The results, deriving from 318 participants, are described and analyzed in the study. Finally, recommendations for companies on CDM are presented. The main findings describe that DM is less prominent among international students in GER than among internationals in the US (with 54 compared to 40 percent). Besides, the dimensions of nationality and gender seem to be very important for international students. Language courses, further support and culturally mixed teams are considered as most important expectations towards CDM in both countries. As further expectations comments to the topics equality, support, integration and acceptance, understanding and awareness as well as good working atmosphere were given. As critical aspects regarding CDM in GER mainly language barriers are described. The study gives further proof that GER as well as the US are considered as attractive countries to work and study worldwide. However, more than half of the participating students perceived difficulties regarding the search for a job in both countries. This work shall contribute further information to the implementation of cultural diversity for companies as well as providing new insights for researchers and universities into the topic of CDM. Thus it might be interesting for international students, HR managers, diversity officers, managers and other employees.

This book advances a conceptualisation of gender identity within Diversity Management in organisations that takes into account the linkages between individual and organisational identity, thus moving from liminality, where gender is considered merely as a binary and diversity as something to manage, to inclusion, where diversity means a commitment to supporting a processual way to approach both belongingness and uniqueness within organisation. Through the use of Critical Discourse Analysis, the book investigates a series of UK county-based public and private bodies, combining the analysis of interviews with a set of policy documents. In this way, this contribution explores what challenges Diversity Management in organisations has to cope with, and to what extent the relationship between individual and organisational identity can help us prevent any form of discrimination and foster inclusiveness in organisations.

Grounded in research but firmly linked to best-practice strategies, this new edition is fully updated and includes student-friendly pedagogy and a wide range of international case studies. It provides a comprehensive real-world perspective of diversity in competitive organizations and is an ideal course companion for all students.

This Companion provides an authoritative overview of how cultural diversity is managed in Asia. Although the Asian context appears at first sight to be irreconcilably divergent in terms of diversity management approaches, the contributing authors seek to explore thematic and geographical demarcations of the notions of cultural diversity and equality at work. Managing Cultural Diversity in Asia not only examines cultural diversity management in a particular geography but also makes a distinct contribution to the wider theory of managing diversity and equality by revealing the significance of context, time and place in framing policies and practices of management. With empirical and conceptual contributions from eminent scholars from across the Asian continent as well as the Asian diaspora, this volume highlights practices of equality and diversity management in settings across Asia and reveals the key drivers and implications of such practices. This important and path-breaking Companion will be an invaluable resource for both undergraduate and research-based postgraduate students on international and comparative human resource management, employment relations and industrial relations courses.

Successful management of today’s increasingly diverse workforce is among the most important global challenges faced by corporate leaders, human resource managers, and management consultants. In the Second Edition of this award-winning book, Michàlle E. Mor Barak argues that exclusion is one of the most significant problems facing today’s diverse workforce. She provides a wealth of up-to-date information on demographic, legislative, and social policy trends, analyzes the causes and consequences of workforce exclusions, and demonstrates the benefits of implementing inclusive practices. She provides a comprehensive model of a sample Inclusive Workplace, as well as suggestions on facilitating its implementation.

Seminar paper from the year 2017 in the subject Leadership and Human Resources - Miscellaneous, grade: 1,3, AKAD University of Applied Sciences Stuttgart, language: English, abstract: This research paper looks to provide a clear overview of diversity and diversity management. After these terms have been defined, the focus will shift to some of the opportunities and obstacles associated with diversity, after which a conclusion shall be drawn to show why diversity management plays an important part in human resource management in a world that is becoming increasingly globalized.

The Business and Society (BAS) 360 book series is an annual publication targeting cutting-edge developments in the broad business and society field, such as stakeholder management, corporate social responsibility and citizenship, business ethics, sustainability, corporate governance and others.